This post has been inspired by my reflections on my experiences with a range of projects in the past which has confirmed to me the importance of communication in ensuring whether a project is successful or not. I thought it might be helpful to bring these together in a single summary as communication is so important.
When dealing with a major change programme it will be very rare to get all of the communication right – but it is extremely easy to get it completely wrong. My personal definitions of getting it wrong are:
only sharing information with an ‘inner circle’ of the great and the good and then expecting the other people who are affected by the changes to just take it without complaint.
giving out information only when there is something significant to say or a big change happening – the rumour mill will take over as communication will happen whether you want it to or not. People will always want to know what is happening so if you don’t tell them (even if all you are saying is ‘there is nothing to say’ they will fill the void.
limiting the information that is given out to very bland or basic statements – it is important to be as open and honest as you can be (although there will always be sensitive items they need to be shared with the people affected as soon as possible, confidentially if necessary).
giving out information on an irregular basis so people never know when they are likely to find out what is happening next.
giving different messages to different people – so that when they compare what is said they do not believe any of what they have been told even if the messages are correct and have just been expressed in different ways.
missing significant groups of people out of the whole communication process.
only putting the information into a single format that not everyone can access (like the filing cabinet in the basement in “Hitchhikers guide to the galaxy” by Douglas Adams.
I have shared my reflections on better ways of communicating in a range of previous posts:
In ‘the importance of marketing skills’ I was talking about the importance of telling everyone about library services – as people will only know the wide range of services they can get if they are told about them.
How do you ensure you have a successful shared services project covers the importance of involving staff and stakeholders in developing ideas – which is not possible if you do not have an effective communication plan that has kept them informed before asking questions about potential future models. You can tell how effective your communication has been by the reaction of the people you are trying to engage in a constructive conversation – if they are hostile it is quite likely to be because you have not communicated well with them.
In summary the ways in which you can ensure that communication is a positive force in the work you do are to:
have a clear communication plan which is agreed and signed up to by all partners
include all of the people who are to be communicated with
include all of the ways in which the communication will be handled
make the dissemination routes for the information as wide and inclusive as possible
have a clear timetable for communication – never less than once a month – and keep to it. It can change at different times in the project and may come down to once a day at significant points
agree the wording that is going to be used – either in advance in the communication plan or, if it is something that has to be done quickly agree who will have the responsibility for composing the communication to be used.
What have I missed? I would be interested to hear your experiences of communication in your work life. If you would like to do a guest post please get in touch.
I was very heartened when I started reading the ‘Library of the Future’ report that the consultation has shown that the Arts Council England (ACE) understand the importance of libraries in that:
They are much loved and expected to continue offering the same services as they have for many years, but they are also expected to respond to big changes in how people live their lives.
Alan Davey, Chief Executive, Arts Council England.
The four priorities to sustain and develop a 21st century library service are not ones that anyone with a passion for libraries would argue with:
Place the library as the hub of a community
Make the most of digital technology and creative media
Ensure that libraries are resilient and sustainable
Deliver the right skills for those who work for libraries.
My concern is that, at the start of the 21st Century, the excellent library services in the country are already doing most of this (including Dudley which I managed until march 2013)- so what do they have to aspire to? They can continue to improve and develop as they have in the past, but they will be developing their own challenges.
The challenges listed in the report under each of these headline priorities take things a little further – although again a lot of this is already happening.
The challenge with the biggest change from the current situation is in the development of some of the digital and virtual offers in libraries. These are the areas which could be part of a national virtual library service as there are major economies of scale. Although this is referred to in passing there is little information about how this will be achieved. With the current budget situation and the fact that a harder future is anticipated there will not be many library services who will have the resources to develop the resources if they do not work together effectively. Maybe that is a role for the Society of Chief Librarians to take up – developing digital and virtual national offers for individual library services to buy into?
I am concerned about the promotion of a document previously published by ACE on Community Libraries being referred to in the section on making libraries resilient and sustainable. This earlier document describes libraries at very early stages of developing community led models and so it is not proved that they are sustainable yet. In addition, ACE need to be aware that good quality professional libraries need professional librarians to manage them working with communities, not just strong communities. The way this is section is laid out does not make this as clear as I would have expected it to be as I know this was raised as part of the consultation which has informed this report.
I know that this report is a mark in the sand for ACE as part of their managing their role in relation to libraries. In some ways the report is not the major issue as it does clearly state why libraries are important. What is more important is what happens now as budgets tighten and decisions are made which will influence the effectiveness of library services for the rest of this century. Many library services need clear leadership and support to develop effective plans for the future, not just an active debate.
There are a lot of good statements about libraries and their importance – so I will watch with interest to see what is done with them in the future.
I hope that I, through my consultancy and mentoring, will be able to support and work with colleagues in keeping the good quality and professional library services in the coming years by developing innovative, sustainable solutions.
I am currently doing a postgraduate qualification in Shared Service Architecture with Canterbury Christchurch University. My second piece of work is a literature review and I have chosen to look at successful governance in shared services. It has to be an academic piece of work so the literature reviewed must come from academically sound journals.
The first thing I found was that Shared Services by that name have not been round long enough to have academic studies done on them. The second thing I found out was that there are a lot of academic reviews into a whole range of joint working – which Shared Services is just the latest sexy title/ method of doing. Hence the title of this post.
Each of the new iterations of the joint (or collaborative) working phenomenon is presented as a whole new way of working. This,sadly, seems to mean that the wheel keeps being reinvented. I cannot see very much evidence of practice being based on the considerable learning and information that has been collected about previous iterations. This is despite the fact that a number of key issues keep coming up regularly:
The need for Trust which is very difficult to develop when organisations and people are put into ‘forced marriages’ by government policy and financial incentives. They are much more likely to work together successfully if they develop the collaboration gradually and together.
Which leads me the need for Time to develop the partnership – how often are organisations forced to do things quickly because of the political and financial pressures
The final one is that there needs to be a jointly agreed reason or series of reasons for working together – the main one being that the sum of the whole is greater than each organisation working separately.
These key factors come up again and again, and yet the same mistakes and issues keep being repeated!
Although I say there is no such thing as a new idea, each version of working together is subtly different and called different things which is why I have not used the same words to describe the joint working throughout this post.
The issues, however, are rarely different so my plea to anyone coming up with a ‘new’ way of working is please take the time to look at the similar predecessors to your idea and use them to stop repeating the same mistakes.
This is the principle I will be using when I qualify as a Shared Service Architect as one of the key principles for this professional role is to use the learning from previous shared working to improve the development and planning of future shared services.
Coming from a public authority background I have been made aware at how poor we often are at marketing the skills that we have. This is shown by the reaction of my colleagues when others start trying to tell us how to manage what we are doing better. The usual reaction is ‘what do they know’ or ‘they wouldn’t like it if we told them what to do’.
In my view the real problem is that we are too quiet about what we do and how we do it. In public service, because it is public service, we assume that people know what we are doing – and you know the saying – ‘ to assume makes an ass out of u and me’. It is not at all obvious to people who are experienced in working in one area the issues and difficulties of working in another.
For example in my back ground – libraries – I know that there are a range of skills needed to run libraries effectively including (this is not an exhaustive list):
knowledge of the people and areas you are serving
knowledge of the ranges and types of books available
the skills needed to put the two areas of knowledge above together in the most effective way
the ability to facilitate access to books, information and other resources
the ability to skilfully manage a range relationships with partners, local communities, staff and politicians
the ability to see what will be needed in the future and ensure that we have the right products and staff ready for this and manage the change process to get there
the ability to manage people and buildings as well as services
the ability to do the above within very tight budgets and so be creative in achieving outcomes
the ability to provide a service for a wide range of people and communities which often have conflicting requirements (e.g children wanting noise and excitement and students wanting peace to study as one of many examples).
But just because I know this why should someone who works in the book industry and does not have to get politicians to agree with proposed changes when and election is held 3 years out of 4? They have to work with shareholders and other stakeholders, yes, but not people who are wanting to be re-elected.
If we do not shout about our skills then who is going to do that for us?
In many ways librarians, and other public servants, have left it a little late to say:
“look how good we are at what we do, we are proud of what we have achieved’.
Lets start doing it now. Don’t be defensive, or blame the person who is criticising the service for not understanding, tell everyone what it is we do to help them understand. It is not arrogance to be proud of what we have done when we can show what a difference it has made to the communities we work with. In fact we are letting those communities down if we don’t champion the work we have, and can, do with them.